Etikettarkiv: purpose

Use sociology to boost your brand

Gästinlägg av Richard Seger Johansson

I talked about brand drivers and statements of relevant differentiation in school last week. And yes there are a lot of good, smart, creative brands out there taking a relevant and different approach, finding themselves a proper position on the market.

But what is the leap to become a great super brand, something more than just a shelf share competitor?

First I think we have to leave the general thinking of just products and specific categories. As Colin Drummond, Head of Planning at Ogilvy West, claims:

Instead of just thinking about how our brands can differentiate on the basis of product or service attribute, we must think about how our brands can differentiate within culture.

Traditionally, marketers place brands in different categories and divide them into segments. But this limits the product’s meaning as whole, because great brands are never only in the product category. I think they also contribute to culture at large.

Great brands have strong beliefs. Great brands don’t have to give any reasons for why consumers actually should buy them. Great brands can exclude any product benefits from their adverts. In fact, at the risk of sounding nonchalant, I would say that your products oftentimes actually don’t need any technical innovations or even benefits at all.

There are no rational reasons (beside the free SMS/text service) or extra benefits that motivates youths to choose the Swedish mobile operator Halebop. Interesting reactions nonetheless.

Apple may not have the best of all smart-phones, the most technical nor the most innovative phones. Yet, the iPhone’s 4% market share volume-wise ends up to 50% of the total industry profit. Talk about a high margin product! And well-executed branding.

Starbucks may not have the very best macchiato. But who cares? A lot of us go to Starbucks to get our macchiato anyway, if not for the coffee so for the place to meet. However, Starbucks nowadays seems to have forgotten the main reason it was founded, which leads it to fail because too much focus is on its own product and category. (Read more about the danger of being blinded by your own product.)

The list continues: Domino’s pizza is probably far from being the best pizza you can get and ABSOLUT is definitely not the very best vodka.

Well, I think you get the picture: A great brand makes it easier to sell your product with higher margins without actually having the best product within its category.

The simple reason for this is that great brands are almost always much more than just a product or a category. Consequently, the recipe for success in many industries is to change your brand thinking from merely products and categories to include thinking in terms of culture. But also about to not become hung up about what kind of needs consumers might have or not have. One year ago I didn’t need an iPhone and, at this very moment, I don’t need an iPad. I do have an iPhone now, and I probably will have an iPad within a year or two

In short, it’s all about creating demand through understanding your consumers’ lifestyles and the context of the brand’s sociological role. And when you have a brand that people want to interact with, that people want to buy because the brand tells a story about them, then you are getting closer to creating a great super brand.

The Problem: I have not been in the business for long, but I have already come across brand managers rigorously protecting their brands instead of creating what could be part of something more than just another product category. But it shouldn’t be the brand managers who act as brand advocates – it should be the consumers.

The Solution: Extending the brand’s philosophical attributes instead of the physical ones.

What is it then with culture as a brand driver versus benefits on a product level? Here are some brands that, instead of dramatizing product features, focus on culture as well as on a more philosophical differentiation.

ABSOLUT
So much more than just a spirituous beverage – “Doing things differently leads to something exceptional”:

Puma
Celebrating the real supporter and football culture. No shoes, no products – just a wider perspective of the meaning and life of the brand. This is a masterstroke as Adidas, the number one competitor, is synonymous with this football culture:

Apple
No one humanizes technical products as Apple does. In everything they execute they try to have human and emotional touch-points, starting with the very simple logo in the form of an apple with no direct link to what they actually produce. Below is one of the classic Apple ads; there are no products exposed (as is often the case in Apple ads these days), and it’s not needed ether. Apple is a brand that customers immediately understand:

Burger King
Finally a really funny one from Burger King – “What if”. What would happen if there were no whoppers at Burger King anymore? Bear in mind that whopper is a part of the American culture:

Things to do (or at least try to):

  • Think: Which culture – or perhaps movement – could be relevant for your brand, instead of which category to expand into.
  • Invest: Put your money in brand (relationship) building advertising instead of product promotion.
  • Make: Always strive to make advertising based on the preferences of the consumer and her lifestyle, not your client’s.
  • Stop: Don’t measure gross rating point in the classic manner. Instead, try to measure how many who actually choose to look at your ad or really want/wanted to do so. (Read more here.)

And finally, challenge the status quo – all that seems to be “normal”. The most disliked and sometimes hated stars are at the same time quite often the most loved by their supporters. Why wouldn’t the same apply to company and product brands?

Think for instance about why Diego Maradona actually is that adored? He is also one of the most disliked football players ever. He as a brand stands for something beyond football itself, on very controversial standpoints sometimes, and for both good and bad, but this gives you a hint of what I’m aiming at.

If your brand has a philosophical vision beyond the product, and if it strives to claim a place in the culture instead of only on the shelves, then people who like it are going to do that even more and in a deeper sense than if your brand is the average “trying-to-be-liked-by-everyone brand”. People will talk about your brand, and instead of the conventional thinking of product and categories it will become an active part of the culture.

After all, that is the best statement of relevant differentiation your brand can ever get.

Here’s a recipe that will help you start. And here’s another.

Go for it!

Richard Seger Johansson studerar Brand Management vid School of Communication IED i Milano. Han har en examen i marknadsföring och har även studerat sociologi vid Stockholms universitet. Richard har ett stort intresse för det mesta, men framförallt för samhällen och kulturer kopplat till konsumtion, köpbeteenden, varumärken, marknadsföring och reklam. Så snart han är klar med allt vad han har för sig för tillfället, hoppas han ta steget in i en roll som junior account planner på byrå.

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Relaterat:

Micco på Twitter_____ The Brand-Man på Facebook

The picture at the top is Grayson Perry’s The Walthamstow Tapestry. The textile can be read left to right, starting with a bloody scene of childbirth then continuing with depictions of the seven ages of man, through childhood, adulthood and eventually to death. Around these large human figures teem hundreds of smaller images and words. The words are brand names, detached from their products but leaving behind them, Grayson Perry says, the aroma of the particular values they convey.

How to find your Why

Gästinlägg av Simon Sinek

I have a test for you. Do you know what you believe?

I’m being serious. No matter if you’re a company, a non-profit, an executive, a politician, a CEO or just an average Joe – do you know what you believe?

And I don’t mean a list of things. I mean the one, overriding belief that guides all the decisions you make.

If you’re a leader of some sort and the answer is no, then how do you know who to hire? How do you know what message to put out to employees to inspire loyalty? What message to tell your customers to inspire them to buy from you? How do you know when you’re being authentic or not?

If you’re not a leader, how do you know what job to take? How do you decide what leader you should follow, to give your undying loyalty? How do you know which companies truly have your best interests in mind?

It’s pretty important to know, no?

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Here’s the test. Grab a piece of paper and write a sentence that starts with ”I believe…”

But there are some rules:

  1. You must only write one sentence.
  2. And you may not use any of the following words:
    • Best (or similar qualifier),
    • Quality,
    • Price,
    • Service,
    • Features,
    • Innovation or innovative and, most importantly,
    • You may not mention what you do or any product or service you sell.

If you can write one sentence that feels right, then you’re well on your way to knowing your Why.

If you’re up for the challenge, and you’d like to email your results, send them to Ibelieve@sinekpartners.com and I’ll get back to you to help in any way I can.

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P.S. I did the test – and here’s my belief:

I believe that no matter how smart you are or how good your ideas are, the only way to thrive in the world is if you have the ability to inspire those around you.

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Simon Sinek undervisar företagsledare i konsten att inspirera människor. Han konsulterar, skriver och håller tal runt om i världen om kraften i ett tydligt Varför – om syftet, meningen, tron på något som en stark drivkraft hos oss alla. Simons lika enkla som geniala idé, The Golden Circle, är baserad på biologin bakom människans beslutsprocess.

Simon bor i New York, där han undervisar i strategisk kommunikation på Columbia University.
Hans första bok, Start With Why: How Great Leaders Inspire Everyone to Take Action, kom ut i oktober 2009.

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Mer av Simon Sinek på The Brand-Man:

Micco på Twitter ___ The Brand-Man på Facebook

This post is also published on Re:Focus.

It takes two

Gästinlägg av Simon Sinek

Walt Disney was the visionary, the man who took the risk, but his brother, Roy Disney, brought the dream to life.

Martin Luther King was the man with the dream, but it was Ralph Abernathy, a man whose name has been long forgotten, who stood up after Dr. King and told people what to do.

Bill Gates was the Why guy who imagined a PC on every desk. Bill Gates imagined a world in which we would all be able to achieve our true potential. But it was Paul Allen, lurking in the shadows, who knew How to make it happen.

No matter how clear the vision, no matter how high the risk tolerance, a leader is nothing without the first person to stand up and join.

For a movement to grow, for an idea to spread and for a company to become something special – it takes two.

The dancer is Why. The first follower is How. When those two unite – watch What happens.
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Simon Sinek undervisar företagsledare i konsten att inspirera människor. Han konsulterar, skriver och håller tal runt om i världen om kraften i ett tydligt Varför – om syftet, meningen, tron på något som en stark drivkraft hos oss alla. Simons lika enkla som geniala idé, The Golden Circle, är baserad på biologin bakom människans beslutsprocess.

Simon bor i New York, där han undervisar i strategisk kommunikation på Columbia University.
Hans första bok, Start With Why: How Great Leaders Inspire Everyone to Take Action, kom ut i oktober 2009.

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Relaterat:

Micco på Twitter ___ The Brand-Man på Facebook

This post is also published on Re:Focus.

The final score doesn’t matter

Gästinlägg av Simon Sinek

The fans watching the game in a local sports bar in New York went wild. They cheered and celebrated. They couldn’t believe their team had done it. This was possibly one of the great upsets in sports.

An ocean away, fans watching in a pub in London were devastated. How could this have happened? Their team should have won.

And so it was. The final score recorded into history to mark this occasion. 1:1. That’s right, the final score was 1:1 – the US soccer team had tied the British team in the first round of 2010 World Cup. The Americans celebrated the win. The Brits mourned the loss.

But the last time I checked, 1:1 was a tie. There was no winner and there was no loser.

Or was there?

The final score, as it turns out, does not exist in a vacuum. A score may be an objective measurement of achievement, but its value is a relative measurement to our expectations.

An ”A” student who gets a B, for example, feels disappointment. A ”C” student who gets a B feels ecstatic. Their objective achievement is the same, but their feelings toward their grade, the value of their grade to them, is relative to the expectations others had for them.

This is what happened in the World Cup game. The British were the A students and the Americans were the C students. And in this case – the Americans were able to match the might of the British.

It was, in relative terms, a win.

The definition of ”winning”, then, includes a subjective element – when what we actually achieve surpasses the expectations others think we could achieve. The American team believed they could match the British, even if everyone else thought they couldn’t. Had the American team bought into the expectations others had for them, then their loss would have been inevitable because they would have played believing they had to lose.

Expectations are different from hopes or desires. Expectations are a calculation. They come from the evaluation of data – the British team was much better. They had won more games. Their players were objectively better, and so on. Even if American fans hoped their team would win, based on the data, they didn’t think they could win.

This is what makes the underdog so appealing. What the underdog believes they can do goes beyond what others think they can do. Though we root for the underdog, we still expect them to lose. It’s rational. This is why belief in oneself, confidence, is so important.

Success is when reality catches up to your imagination.

The innovator believes something can be done when others think it can’t. The entrepreneur believes a solution exists for a problem others think unsolvable (if they even recognize the problem in the first place).

And this is why optimists are the most important people of all. They believe every one of us can achieve more than we think we can. They push us and they inspire us. They are able to convert our rational assessment of our abilities (thinking) into drive and passion (belief).

The American coach inspired his team to believe they could do something others thought they couldn’t. All great leaders do. They fundamentally believe in people and what they can do.

As for the lesson: If you’re doing things that everyone around you thinks you can achieve, and all the evidence would support their thoughts, then you’re not pushing yourself hard enough.

That doesn’t mean working towards some ridiculous goal that even you don’t believe is possible. Rational achievement happens based on the score. The feeling of achievement, however, comes when you work to the limit of your own beliefs, and if that limit goes beyond what others think you can do you will feel like you won. Even if you only achieve partial success. Even if you only tie the game, those who didn’t think you could do it will start to believe in you, too.

And when people believe in you, they will rally for you, support you, send resources your way, introduce you to people and help pave the way for you to succeed.

And that’s when objective success is easier to achieve.

Though the facts may remain the same, they will support you for no other reason than they now believe in you and think you can do it, too.

Simon Sinek undervisar företagsledare i konsten att inspirera människor. Han konsulterar, skriver och håller tal runt om i världen om kraften i ett tydligt Varför – om syftet, meningen, tron på något som en stark drivkraft hos oss alla. Simons lika enkla som geniala idé, The Golden Circle, är baserad på biologin bakom människans beslutsprocess.

Simon bor i New York, där han undervisar i strategisk kommunikation på Columbia University.
Hans första bok, Start With Why: How Great Leaders Inspire Everyone to Take Action, kom ut i oktober 2009.

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Relaterat:

Micco på Twitter ___ The Brand-Man på Facebook

This post is also published on Re:Focus.

The visionary’s dilemma

Gästinlägg av Simon Sinek

Let me tell you about my vision. It’s all about the convergence of technology. We’re developing applications that combine any portable device with a desktop computer. Now the nightwatchman can become a world famous recording artist. What we’re doing is better than YouTube and better than anyone else out there. It’s revolutionary!

What you just read is how a visionary mind described his revolution to me – at least what I could understand of it. And that’s the problem.

Visionaries can see a world that doesn’t exist. This is the reason we call them visionary – because they can see into the future. They can imagine products or services not yet invented. They can envision a way of living different to the way we live now. Yet they can’t always get it out in a way that anyone can understand. It’s no surprise most people think so many visionaries are crazy – just listen to what comes out of their mouths. And they always include some coup de grace like how much better their idea is compared to an accepted standard, refer to a huge multi-billion dollar corporation as idiots or say something to do with changing the world.

And I’m sure they could change the world or take down the largest of corporations. If anyone could understand a thing they were saying.

This is the visionary’s dilemma.

A vision, no matter how brilliant, will only ever see the light of day if others, those less visionary, are able to also see the potential. It is a person’s ability to paint a picture of something that doesn’t exist in words so clear that others can clearly picture it themselves without any confusion or uncertainty that matters most. It is at that point that an idea can inspire people to act; to share the idea and to help bring it to reality

There is a simple formula to explain one’s vision in words that can be clearly understood by more than the visionary themselves. No matter the what the vision is, no matter how simple or how complicated the technology, always communicate so that a scientist AND a truck driver could understand you equally. (Note: if you communicate as if you’re a scientist, a truck driver won’t understand you, but if you communicate as if you’re a truck driver, everyone will understand you.)

  1. Words that require thinking should be avoided, words like ”convergence” for example. When someone says that in a sentence, I have to furl my brow and really pay attention.
  2. Explain why it matters, not what you’re doing. Who cares if you’re ”developing applications for mobile devices blah, blah, blah”, why should I care?
  3. And most importantly, always, always speak as if you’re describing an image. A picture. A scene.

If I were to rewrite the original vision based on these simple steps, it would sound more like this:

I imagine a world in which a couple interested in building a house could take a picture with their phone of a house they like and immediately submit the image to have blueprints drawn up and have architects bid to build that house before they picked up the kids from school.

I imagine a world in which a nightwatchman could use nothing more than his cell phone to record a song he wrote, while at work, with perfect studio quality and post it for the world to hear before he goes home at the end of his shift.

I imagine a world in which our cell phones and our desktop computers become so blurred, that everything you can do with your home computer – I mean everything – you could do with your phone. This is the world that I imagine and I am building. If you can see the impact of what I’m talking about, join me and lets build it together.

Big difference, right?

No big words. I spoke in images not explanations. I described the final images and not the shades of paint that make up those images.

And, after all, it is why you have your vision, not how you intend to create it, that inspires.

Simon Sinek undervisar företagsledare i konsten att inspirera människor. Han konsulterar, skriver och håller tal runt om i världen om kraften i ett tydligt Varför – om syftet, meningen, tron på något som en stark drivkraft hos oss alla. Simons lika enkla som geniala idé, The Golden Circle, är baserad på biologin bakom människans beslutsprocess.

Simon bor i New York, där han undervisar i strategisk kommunikation på Columbia University.
Hans första bok, Start With Why: How Great Leaders Inspire Everyone to Take Action, kom ut i oktober 2009.

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Relaterat:

Micco på Twitter ___ The Brand-Man på Facebook

This post is also published on Re:Focus.